000 02241nam a22003498a 4500
001 CR9780511667060
003 UkCbUP
005 20180107143411.0
006 m|||||o||d||||||||
007 cr||||||||||||
008 091218s2010||||enk s ||1 0|eng|d
020 _a9780511667060 (ebook)
020 _z9780521197649 (hardback)
020 _z9780521149631 (paperback)
040 _aUkCbUP
_cUkCbUP
_erda
050 0 0 _aHD60
_b.H875 2011
082 0 0 _a658.4/08
_222
100 1 _aHusted, Bryan W.,
_eauthor.
245 1 0 _aCorporate Social Strategy :
_bStakeholder Engagement and Competitive Advantage / [electronic resource]
_cBryan W. Husted, David Bruce Allen.
264 1 _aCambridge :
_bCambridge University Press,
_c2010.
300 _a1 online resource (364 pages) :
_bdigital, PDF file(s).
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
500 _aTitle from publisher's bibliographic system (viewed on 09 Oct 2015).
520 _aCan good-will be good business? Firms are increasingly called upon to address matters such as poverty and human rights violations. The demand for corporate social responsibility (CSR) is directed mainly at top management in multinational corporations who are reminded that, in addition to helping to make the world a better place, their commitment to social action will be rewarded by lasting customer loyalty and profits. But is it true that firms that engage in social action will be rewarded with a good name, competitive advantage, superior profits and corporate sustainability? What if it is true for some firms and not for others? This book addresses these and other questions by explaining the how and why of creating value and competitive advantage through corporate social action. It shows how and when firms can develop successful corporate social strategies that establish strong commitments to shareholders, employees and other stakeholders.
650 0 _aSocial responsibility of business
650 0 _aSocial entrepreneurship
700 1 _aAllen, David Bruce,
_eauthor.
776 0 8 _iPrint version:
_z9780521197649
856 4 0 _uhttp://dx.doi.org/10.1017/CBO9780511667060
_zCambridge Books Online
999 _c236446
_d236446